Академический Документы
Профессиональный Документы
Культура Документы
Boris Butman
US. Merchant Marine Acacfemy
Kings Point, New York USA
Abstract
This pesetatio
is itended to emphasize the impo1iance of teaching the
sbjects related toship egineerig operations, d specitica11y ship
mainteance d epair (M&R), to aalyze the existing pactices in IAMU
member instittios, and to offe practical recommedatios. Althogh t shae
of mit d epair i the cost of ship operatio is substatially lowe
the, for instace, fel d w expeses, its crlative impact is quite
substatial. Besides the diect costs, this impact incldes related down time, that
educes 1eveues, delays casig lost oppotunity d i-eveue loss,
insfticiet qality of epairs, affectig ship peformance, and causig
mg epairs and down time. The fudametals of ship maitenance and
epair are examined trom tl1e standpoit of the tl1eoetical d practical
kowledge requied. The STCW d ot11er eqiremets are evaluated. \1
importance and expected outcornes of teachig tl1e subject is discssed as way
of ehancing the kowledge and providing needed edge i lading better
sailing job, and also possible ft job ashore, as poti engineer, as
kd pofessioal in shipyard and othe repair enterpise, as well as i
engineerig compaies. Vaios approaches to the problem discssed with
an t on the limitatios of the al1eady overloaded fo-year curicl11m
Keywords
i engineaing progmm, ship maintenance and repair (M&R) , components
(~f'engineering cu-iculum
Introduction
Despite t\1e effo1is of the IMO d the Maritime Comnity, the existing
curricla in many maitime scl10ols does t totalJy meet tl1e maitime industry's
need f specialists with itegated knowledge of specific engieering d
opeational disciplines. of the picipa l concens is elatively low
eadiness of the graduates to assue engineeing positions ashore: at shipyads,
138
in engineering companies, or shipowner's engineering departments. Maintenance
and repair (M&R) is the program component that varies quite substantially in its
scope and content. Many licensed marine engineers, who are starting their
careers with shipping companies, might soon perform port engineering
functions, coordinating maintenance and repairs of assigned ships. Today's
licensed marine engineering program should be designed to provide a
midshipman with a solid base in mathematics and science, humanities,
fundamental engineering science and specific marine engineering disciplines
along with knowledge in the management of ship maintenance and repair.
Keeping in mind that the demand for competent seafarers will grow in the
years to come, enhanced education and training are vital in meeting growing
demands and expectations of the maritime industry. The underlying reason for
the curricula development, or rather enhancement, is the need for system
approach to the maritime education. The engineering sector of the maritime
industry embraces not only the ships to be operated, but also the shipyards and
various ship repair facilities, engineering companies and ship designers,
equipment manufacturers, engineering departments of shipping companies, etc.
The ideal education for the high mobility workforce should provide enough
knowledge and skills for a comparatively comfortable adaptation in other areas
of the maritime system.
139
ship maintenance and repair, and their impact on ship operations, especially
when the M&Rmanagement is insufficient.
140
have as many spares as possible on board. On the other hand, the economic
consideration calls for the minimization of inventory. Today's engineering
graduates are not equipped with the modern methods of inventory management.
As a result, many ships that are ready to be scrapped, carry on board millions of
dollars worth of inventory; for example, one or two spare propellers, anchors,
sections of the propulsion shaft, variety of valves, pipes, fittings which can
hardly be sold for the face value, when the ship is retired. Therefore, when
adding spares to the ship's inventory, the engineers should be guided not only by
technical consideration, but also by economic reasons. For instance, the cost of
having certain spare part on board should be compared with possible economic
losses if it is delivered only when needed. And in many cases, this decision
should be made on board by the ship's engineer.
Lack of a proper justification of maintenance and repair actions should be
blamed for some negative results, when, for instance, choosing the best yard to
carry ship repairs. New on the market repair facilities are appearing on the map:
in China, Poland, India, Brazil, etc. More and more shipowners bring their aging
ships into remote yards with a substantial deviation from the normal area of
trading. A lot of mistakes have been made due to insufficient, or simply
inexistent management justification. Most of the shipowners concentrate on the
cost savings from the repairs leaving other variables not fully investigated:
losses due to deviation, possible increased duration of repairs, problems with
repair quality, etc. Lengthy delays and poor quality might add to the negative
results of the endeavor. For the American flag ships an additional huge expense
is added - custom dues on the cost of repairs done.
Another area where sufficient M&R background can save a lot of money is
the decision regarding the scope of upcoming shipyard repairs. How much
repairs to request from the yard? What is less expensive in a long run: to include
a certain item in the repair specification, to carry it next time, or to do it onboard
by the crew members or a riding team? All these questions represent typical
decision making situations when a properly laid-outjudgment is needed.
Organization and management of ship repairs in a shipyard is one more
subject, where appropriate management training is needed. After the ship has
been delivered to the shipyard, the primary concern of the owner's representative
is the constant changes of the work scope, which require making immediate
decision. First of all, the necessity of the change should be technically and
economically justified by comparing losses and benefits for two options: the
original work scope and the change.
Another important subject for consideration by the shipowner is the quality
of repairs. The shipowner does not have much leverage over the shipyard, when
it concerns the quality. However, the increased presence of the qualified owner
representatives at the yard is very effective in controlling it. The fact that more
monitoring is done allows to uncover the shipyard defects on time and to
prevent substantial financial losses. The shipowner might affect the quality of
repairs also by supplying certain materials and equipment. It is a common
141
practice for the shipyard to acquire most of material resources needed for
repairs. And the owners are normally in agreement with this practice. One of the
main reasons is that this way many possible shipyard's claims to the owner for
the cost adjustment due to alleged owner-caused delay might be eliminated.
However,whenthe economic analysis indicates that better materials, or painting
schedule, or equipment will bring substantial financial benefit in operations, the
shipowner might request the yard either to supply those better materials and
equipment for an additional cost, or to accept the owners supply.
An important reason for an enhanced training is the growing need to make
the marine engineering program more attractive for prospective cadets.
Nowadays, when a young manor womanis considering a maritime profession, a
couple of questions might pop up: What will happen to me if in a few years after
graduation I would not be able or would not want to sail any more? Will I be
prepared for a shoreside job? Additional industry oriented knowledge offered at
school might amplify the career path ashore. This consideration might appear a
decisive one in choosing the profession. If the question of a possible career
change appears in the future, enhanced training helps to get a positive answer.
These days, when the romantic attractiveness of the marine engineering
profession is getting weaker, the maritime colleges have to demonstrate to the
prospective cadets, that they are moving in the same directions as most of the
regular engineering colleges; that is, in the direction of an increased scope of the
industrial management component of the program.
Yet another important objective for improvement of the program exists: to
help the graduates to land a better first job. Added skills will put the graduates
ahead of the competition equipped only with traditional curriculum. The
statistics of the USMMA shows that a part of our engineering graduates never
sail, and a large percent of those who find sailing jobs after school, eventually
go ashore and assume various engineering positions. Enhanced knowledge of
current industry practices appears even more valuable for shoreside positions.
Especially, after a few years, when the former cadet gains certain experience and
is ready to assume a managementposition.
And finally, the subject of the program STCW certification: the
comprehensive international certification of the maritime schools and of their
graduates which has been initiated by IMO, includes certain competence in
maintenance and repair to be obtained by each graduate. The following table is
an excerpt from the STCW Code related to the subject.
142
Table 2. M&R in STCW Code
C
,
r and proficiency
Function 4: Maintenance and repair
Marine systems
4. 1 Safety and emergency procedures
Fundamentals of maintenance and repair
143
3 Additional knowledge required
Engineering programs are normally more condensed, and a commonbelieve
is that there is not enough time for anything else but the established curriculum.
The average length of a program, which leads to the Third Assistant (or just
Forth Engineer) license, is four years, including about a year of sailing.
However, there are three- year programs, on one side, and five-plus-year
programs, on the other side, like in Russia and Ukraine. The distribution of time
amongthe components of a program and the list of academic courses vary quite
substantially from country to country, and even among different schools of the
same country.
The author's analysis of the M&R related subjects in the existing marine
engineering programs shows the following maintenance-related component in
the curricula of over 20 maritime educational institutions (see the chart below).
Obviously, the longer programs allow for an increased scope of the M&R
component.
A pp ro xim a te A c ad e m ic H o u
30 %
25 %
20 %
I^ ^ ^ ^ ^ ^ ^ H i
15 %
10 %
5%
0%
ab o ut 1 h o ur ab o ut 2 h o urs a b ou t 3 h ou rs ab o ut 4 h o urs
1
m o re th an 4 ho u rs
144
augmented with a two-month internship in a shipyard or a similar facility will
provide a solid foundation for a possible shoreside industrial employment. The
Table 3 outlines the principal content of the Ship Engineering Operations
course.
Table 3. Components of ENGINEERING SHIP OPERATIONS Course
No C o urse C o m p o n en ts
/ M a n ag em e n t of E ng n e er in g O p era tio ns
9 M a in te n a n ce a n d In ve n to ry C o n tro l M a n ag e m e n t
3 S h ip S u rvey s a n d In sp e ctio n s
4 S h ip R ep a ir a n d D ry d o ck in g
5 B a s ics o f S h ip R ep a ir F a cility O p e ra tio n
6 S afe ty o f S h ip E n g in e ering O p era tio n s a n d IS M
7 S h ip b o ard E c o n o m ics a n d C os t C o n tro l
145
project are shown in the Table 4. After completing the project a graduate feels
very comfortable, when offered a job as an assistant port engineer, or as a
project engineer at a shipyard.
Table 4. Typical content ofa senior capstone design project
N o C a p ston e P roje ct M o d u le s an d T a sk s
1 D e velop m en t of a b id d in g p a c k ag e
1.1 . P re p arin g a dra ft rep a ir sp ec ifica tio n
1.2 . E stim atin g c o st an d settin g a b u d g e t
1.3 . F in a lizin g rep a ir sp e c ifi c ation
1 .4 . A p p ro x im atin g rep a ir d u ratio n
1 .5 . D ev e lop in g re q u est for p ro p o sa l
2 E co n o m ic e va lu a tio n a n d j u s tif ic a tio n
2 .1 . E co n o m ic ju stific atio n o f o v e rh a u l v s. scrap p in g
2 .2 . E co n o m ic ev a lu atio n o f sele ctio n o f a sh ip y ard
2 .3 . E co n o m ic ju stific atio n o f o v erh au l
3 P roj ec t m a n ag em en t stra teg y
3 .1. S electin g sc h e du le a ctiv itie s
3 .2 . E stim atin g sch e d u le a ctiv ity d u ratio n s
3 .3 . D ev elo p in g a d raft sch e d u le
3 .5 . O p tim iz in g sch e d u le
3 .6 . B alan c ing w o rk fo rc e
3 .7 . D e v elo p in g fin al sch ed u le
4 M o d ern iza ti o n p rop os als
4 .1. S ele ctin g p ro p o sa ls
4 .2 . P re lim ina ry d e sig n
4 .3 . E c o n o m ic e v a lu atio n o f pro p o sa ls
4 .5 . D e sig n c alcu latio n s an d sk etch e s
4 .6 . F in al d raw in g s an d d iag ram s
5 D e sig n of p ro d u ctio n p ro c esse s
5 . 1. B rea k in g d o w n in to o p eratio n s
5 .2 . P ro d u ction p ro ced u res
5 .3 . C a lcu latin g o p e ratio n ch ara cteristics
5 .4 . Id e ntify in g tim e ra te
6 S h ip y a rd c a p a c ity a n a ly sis
6 .1. S h ip y a rd m a ste r p ro d u ctio n p lan
6 .2 . W o rk fo rc e req u irem en ts
6 .3 . C ap a city o f p rin c ipa l fac ilitie s
6 .4 . S h ip y a rd m o d e rn iz atio n p ro po sa ls
146
are required to work two months in a real production environment. Most of them
either assist Project Manager at the shipyard, or work with a Port Engineer, who
is supervising an overhaul of his ship. The following is a short list of the
subjects the interns are required to learn or at least become familiar with:
147
5 Conclusion
References
[1 ] Boris Butman, Management and Economics in Marine Engineering
Curriculum, Proceedings of the 1 997 Transportation Operations,
Management and Economics Symposium, SNAME, New York, USA, 1997
[3] Everett C. Hunt and Boris S. Butman, Marine Engineering Economics and
Cost Analysis, Cornell Maritime Press, Centreville, 1 995
148